Exploring The Impact of Recruitment & Selection Of HR Department Practices ...

Exploring The Impact of Recruitment & Selection Of HR Department Practices ...

Abstract

Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organizational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application of recruitment and selection strategic integration . Consequently, this study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organizational performance in different organization. The results show the majority of enterprises had a high level of recruitment and selection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees’ satisfaction, employees’ productivity, and negatively related to employees’ turnover. The implications for HRM practitioners and further research are discussed. Human Resource Management (HRM) is the function within an organization that focuses on recruitment and selection of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives .HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value. The HRM is arts and knowledge, the running needs supporter which called staffs and are human resource of the organization. HR can improve the level of management and execution. It is important during period of management. It is important to improving HRM in the importance of organization development.

Key words

Human Resource Management  Organization   Strategies   Goals   Objectives  Recruitment   selection  Employees 

Introduction

The corporate and professional communities’ interest and recognition of the significance of Human Resource Management (HRM) practices gained momentum after realization of the fact that it is the people who make organizations successful not the buildings. It would not be justified to assume that the concept of HRM is a newly emerged phenomenon. It is an advanced form of people management. At present the need for HRM is felt enormously, in order to ensure that the business units are able to

accomplish organizational objectives through people. Organizations have always aimed for a sound HRM system for success. However, very few companies could establish separate autonomous HRM departments, owing to either affordability, fear or a lack of understanding of the worth and contribution of HRM activities.

Purpose Of Study

         Investigation what is the most common issues of HRM for R&S

         Given to the HRM correct position and responsibility requirements.

         How to guide organization to attention and advocate the HRM.

         How to know what HRM need to do for business department.

Research Questions

The research questions which served as a guide to the study are:

1. What are the recruitment and selection practices ?

2. What is the effectiveness of the recruitment and selection practices ?

3. How do recruitment and selection practices affect the performance and development

4. What are the challenges associated with the recruitment and selection practices ?

5. What are the ways to help improve human resource planning and development?

6. How To Improve R&S Functionality in Organization ?

7. Impact Of Good HR Management in Organizational Behavior ?

8. Impact Of R&S On Organizational Structure Development ?

9. Need Of HRM For R&S  in Organizations ?

Problem Statement

Human resource professionals have a key role to play to help a company achieve its Business objectives. Employee involvement is a critical success factor for HRM performance. Human resource managers have the tools and the opportunity to influence employee commitment and engagement in, the firm’s HRM strategy.

Human resources management is a professional skills, it is very higher requirements for personal and relevant knowledge ability requirements, but at present according to the survey found that most human resource managers do not have perfect knowledge connotation and related requirements of the ability, thus caused the society for human resource management of the erroneous understanding.

To improve personal human resources knowledge.

To organize training of human resources knowledge.

Building up and share the HRM experience .

Literature Review

the assessment of literatures which relate to the topic the recruitment and selection practices of organization. Several literatures would be selected and relevant areas would be reviewed and evaluated. This chapter provides information about aspect of previous works which relate to this study. In view of this, a number of presentations culled from various sources are under review here.

Concept of recruitment and Selection

recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organization can select each other in their own best short and long term interests. In other words, the recruitment process provides the organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting.

Recruitment and selection process are important practices for human resource management, and are crucial in affecting organizational success

Recruitment and Selection Process and Development of the Organization

Recruitment and selection forms a core part of the central activities underlying human resource management: namely, the acquisition, development and reward of workers. It frequently forms an important part of the work of human resource managers – or designated specialists within work organizations. However, and importantly, recruitment and selection decisions are often for good reason taken by non-specialists, by the line managers. There is, therefore, an important sense in which it is the responsibility of all managers, and where human resource departments exist, it may be that HR managers play more of a supporting advisory role to those people who will supervise or in other ways work  with the new employee. Recruitment and selection also has an important role to play in ensuring worker performance and positive organizational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment

The Process of Recruitment

The quality of new recruits depends upon an organization's recruitment practices, and that the relative effectiveness of the selection phase is inherently dependent upon the calibre of candidates attracted. Indeed Smith et al. The more effectively the recruitment stage is carried out, the less important the actual selection process becomes. When an organization makes the decision to fill an existing vacancy through recruitment, the first stage in the process involves conducting a comprehensive job analysis. This may already have been conducted through the human resource planning process, particularly where recruitment is a relatively frequent occurrence. Once a job analysis has been conducted, the organization has a clear indication of the particular requirements of the job, where that job fits into the overall organization structure, and can then begin the process of recruitment to attract suitable candidates for the particular vacancy.

The Selection Decision

While the caliber of candidate is determined by the value of the recruitment process, the selection decision remains a difficult one.Most mistakes are caused by the fact that managers generally give little thought to the critical nature of the decisions. Employers are surprised and disappointed when an appointment fails, and often the person 18

appointed is blamed rather than recognizing the weaknesses in the process and methodology, even the soundest of techniques and best practice (in selection) contain scope for error. Some of this is due to the methods themselves, but the main source is the frailty of the human decision makers.

Recruiting Sources/Methods

Researchers have a number of methods from which to choose, including advertising, direct mail, and telephone. Advertising can be used both to publicize a study and to recruit participants. Recruitment via advertising has the advantages of low cost and convenience, but the samples are non-random and often highly motivated, and youth may be especially hard to reach this way. Recruitment via mail is also low in cost and convenient, but youth are difficult to reach by mail and return rates tend to be low. There are sound reasons for recruiting from sources within the organization:

• The ability of the recruit is known so it is easy to assess potential for the next level. By contrast, assessments of external recruits are based on less reliable sources, such as references, and relatively brief encounters, such as interviews.

• “Insiders” know the organization, its strengths and weaknesses, its culture and, most of all, its people.

• Promotions from within build motivation and a sense of commitment to the organization. Skilled and ambitious employees are more likely to become involved in developmental activities if they believe that these activities will lead to promotion.

Internal recruitment is cheaper and quicker than advertising in various media and interviewing “outsiders”. Time spent in training and socialization is also reduced. At the same time, several disadvantages exist:

• Sometimes it is difficult to find the “right” candidate within and the organization may settle for an employee who possesses a less than ideal mix of competencies.

• If the vacancies are being caused by rapid expansion of the organization there may be an insufficient supply of qualified individuals above the entry level. This may result in people being promoted before they are ready, or not being allowed to stay in a position long enough to learn how to do the job well.

• Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce organizational flexibility and growth, and resistance to change by those who have an interest in maintaining the status quo may present long term problems.

• In times of rapid growth and during transitions, the organization may promote from within into managerial positions, regardless of the qualifications of incumbents. Transition activities and rapid organizational growth often mask managerial deficiencies; it is not until the growth rate slows that the deficiencies become apparent and, then, the organization finds it difficult, if not impossible, to undo the damage. The resulting cost of remedial training can prove prohibitive.

Challenges of Recruitment and Selection

According to Kaplan and Norton, (2004) a common problem in recruitment and selection is poor HR planning. Rigorous HR planning translates business strategies into specific HRM policies and practices. This is particularly so with recruitment and selection policies and practices. The key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. Detailed and robust recruitment and selection policies, such as recruitment and selection procedures, assessing criteria, talents auditing and processing the information about the labor market are important in recruiting and deploying appropriate employees at the right time. Past research shows that the competency level of HR managers has a major influence on recruitment and selection and experienced HR experts within the HR department will not only shorten vacancy duration, but also improve the quality of the applicants. Moreover, effective recruitment and selection is possible only if there is a dedicated and competent HR team (Kaplan and Norton, 2004).

Recruitment and Selection Practices and Performance

 Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is best that much effort is put in the recruitment and selection practices (Randall, 1987).

Human Resource Development

Companies can only succeed in the long-term if they recruit and motivate people who are able to respond to and shape the challenges of the future. These are the individuals with the capacity to create competitive advantage from the opportunities presented by changing markets, with the desire to learn from customers, consumers, suppliers and colleagues, and who possess the ability to build and influence long-lasting and effective partnerships (Walker, 1990).

Methodology

Research Design

The research was based on assessing recruitment and selection practices of different Organizations. The design was a descriptive study which used both quantitative and qualitative tools to recruitment and selection practices adopted by Organizations. The study was based on the use of questionnaires. These approaches were used because they were satisfactory tools for collecting data for the sample population to investigate the topic under study.

Sources of Data

Both primary and secondary source of data were used in conducting the research.

Primary Sources

In getting primary data there are several approaches available to gathering data. In order to collect reliable and valid information, the researcher contacted employees of the Human resource department of the bank. The method used in collecting the primary data was questionnaire.

Questionnaires

The purpose of using questionnaire was to identify and assess the effectiveness of the recruitment and selection practices of the different organizations. A set of questionnaire was prepared with open – ended as well as close ended questions.

Secondary Sources

The study also made use of secondary data in collecting information. The sources of the secondary data include books, internet search, articles, and journals among others. This helped to identify how others have defined and measured key concepts, the data sources that of others used and this helped to discover how this research project is related to other studies.

Sample Size

A sample size of 5 employees was chosen from the selected organizations for the study. This was based on the staff strength of the various departments and to ensure that the sampled was representative enough to draw conclusion.

Data Collection Instrument

The researcher used questionnaire. The researcher prepared the questionnaires to be responded by the sampled employees of the organization. The questions were designed to make the purpose of the study successful after the results have been ascertained. This instrument gave expected information about the recruitment and selection procedures or practices.

Administration of Instruments

Copies of the questionnaire were distributed to respondents at work places. After some time, the researcher went back and collected the answered questionnaires. The researcher explained the questions to the respondents thoroughly after copies of the questionnaire were given them.

Data Analysis

The collected data analyzed manually based on questionnaire and the collected data were statistically analyzed, using the Statistical Package for Social Sciences software (SPSS). Representations like tables and charts were used to ensure easy and quick interpretation of data.

Theoretical Framework

Dependent Variable

In this study, two types of performance measurement were collected. The first type includes the opinion of the respondents concerning rate of the company’s performance over the past three years compared to other companies in the industry. The second type was the sales growth and profit growth.

Independent Variables

The items of the questionnaire were developed on the basis of literature review and studying some previous questionnaires. A Numeric scale was

used as the response format for the variables, with assigned values ranging from 1 to 6.where 1 is mildly affecting and 6 is a serious cause of concern. The titles of the items

Limitations :

            Human Resource Management is the Department where the access of Outside Researchers is Very Less Because Of their Company secrets and Selection Procedures.

So Finding out the Gaps and exploring the recoupment and selection of the HRD Practices is a difficult procedure .

To Find The Results For Best Practices is To Get Knowledge from the different organizations and companies and from their employees And when u get the knowledge from the employees about their own organization they will not give you the negativity info about their Organization .

References:

1. Impact Of Human Resource Management (Hrm) Practices On Organizational Performance: A Mediating Role Of Employee Performance By Tahir Masood

2. Job Analysis Practices By Muhammad Usman Zafar Ncb&A

3. An Analytical Study Of Human Resource Evelopment Through In-Service Teachers Training And Development By Maqsud Ul Hassan

4. Challenges Of Human Resource Development To Pace With Globalization

By Mrs. Tanvir Kayani

5.Human Resource Development Through Foreign Aided Projects In Azad Jammu & Kashmir By Sabahat Akram

6. Human Resource Management And Organization Development

In Knowledge-Based Era By Abbas Monavariyan & Gita Farmani

7. Research On Employee Recruitment: So Many Studies, So Many Remaining

Questions By James A. Breaugh And Mary Starke University Of Missouri–St. Louis

8. Hr Practices Impact On Firm Performance: An Empirical Study Dr. Mourad Mansour